Advanced BIM and Lean Jaime Johnston Bryden Wood

Advanced BIM and Lean Jaime Johnston, Bryden Wood Associates Brian Swain, Brian Swain Ltd

Lean Improvement Programme Birmingham Gateway Project

Lean Programme Objectives • Focus on the delivery of Client requirements • Stabilise & improve the programme • Improve quality, delivery, cost and H&S performance • Work collaboratively with all teams across the Critical Paths to promote teamwork, sustainable & practical solutions • Start Early

The Five Lean Principles • Specify what creates ‘value’ from the client’s perspective • Identify all steps across the whole value stream for every product family • Make those actions that create value flow • Only make what is pulled by the customer • Strive for perfection by continually removing successive layers of waste.

Client Agreed Value Definitions A lean principle that drives the definition of: • Customer values Within the • Project Constraints And therefore drives the clarity of Goal Deployment • Delivery Early High Quality Whole Life Cost Drive Value YET Achieve Cost

Collaborative Programme Compression Objective: Stabilise and Improve the Programme Delivery to Client’s Needs

Lean Tools and Techniques • Stability & Improve • Whole programme focus • Improvements at all levels • Client and Contractor involvement

Maximising the Benefits • Early engagement & start up = maximum benefits = Stability and Improve • Whole programme analysis and improvements - Design - Handover

Critical Path Focus

Gateway Atrium Demolition Objective - secure & achieve 6 month programme reduced from 12 months Achieved • 5 months for bulk of demolition - with slow start, overlap of areas • Associate trades interfaced - floating decks, Rail • Additional works integrated - tension, edge works

Lean Activities

Visual Management Deployment Design Hub – Collaborative clusters Gold Command Room - Hotspots/escalation Project Completion Hub - focus Project Completion - detailed planning Supporting schedule of meetings, actions reviews, escalation and performance

7 Wastes - Improved Performance • Overproduction • Inventory • Transportation • Process • Idle Time • Operator Motion • Bad Quality

Dispersal Tunnel Scope

Where does it fit? Is it Critical?

Potential Options • Build a new Tunnel • • Move it in sections • • Expensive, safe, impacts other Construction activities Slow, disruptive, repetitive risk, costly Move swiftly • Cost effective, riskier, less disruptive • CLIENT MOST SATISFIED

Steps to identify improvement

Preparatory Works • Cabling replaced • Plug and play connections • Back up distribution boards installed • Unit movement jacks and wheels • Trial runs and test

Lean Deployment Benefits Specific Highlights: Demolition Process Improvement 12 months to 6 months Dispersal Tunnel 3 weeks to 52 hours • Asbestos process improvement turnaround 8. 3 days down to 3 days • Vertical Access Programmes saved 2 weeks / area • John Lewis Partnership and Facades XCSC handover and Façade productivity • Duty Managers Process 50% reduction in leadtime • Quantifiable benefits = £ 28 m • Mitigated Losses • Numerous associated benefits – Facades, Rail platforms, Vertical Access • Collaborative Planning deployed, Logistics planning and work studies • •

Associated Benefits General Overview • Embedded Collaborative Planning as the norm • Data and visual process level driven • Embedded Visual Management in various formats • Focus on Programme Compression, not just acceleration • Senior Team Facilitation • Impartial Process Driven • Completion process support